Certified Scrum Product Owner Training
Upcoming SlideShare
Loading in...5
×
 

Like this? Share it with your network

Share

Certified Scrum Product Owner Training

on

  • 6,659 views

Slides I use during my CSPO Training.

Slides I use during my CSPO Training.

Statistics

Views

Total Views
6,659
Views on SlideShare
6,599
Embed Views
60

Actions

Likes
23
Downloads
862
Comments
0

2 Embeds 60

http://michael-ludwig.com 48
http://www.slideshare.net 12

Accessibility

Categories

Upload Details

Uploaded via as Adobe PDF

Usage Rights

© All Rights Reserved

Report content

Flagged as inappropriate Flag as inappropriate
Flag as inappropriate

Select your reason for flagging this presentation as inappropriate.

Cancel
  • Full Name Full Name Comment goes here.
    Are you sure you want to
    Your message goes here
    Processing…
Post Comment
Edit your comment

Certified Scrum Product Owner Training Presentation Transcript

  • 1. Scrum Certified Product Owner / CSPO From the Product Vision to the Product Result Boris Gloger, 2009 First Things First! 1
  • 2. What would you like to get out of this training?
  • 3. Draw!
  • 4. so let’s start ....
  • 5. Most companies started with a handful of people
  • 6. <than 8 people
  • 7. grow then they ....
  • 8. 14
  • 9. 50
  • 10. 100
  • 11. 1000
  • 12. Days between Major Releases Features Delivered per Team 2000 2001 2002 2003 2004 2005 2006 from a presentation of salesforce.com Scrum Gathering Stockholm 2008
  • 13. Lack of visibility from a presentation of salesforce.com Scrum Gathering Stockholm 2008
  • 14. Resource Bottlenecks from a presentation of salesforce.com Scrum Gathering Stockholm 2008
  • 15. Unpredictable release dates from a presentation of salesforce.com Scrum Gathering Stockholm 2008
  • 16. Lack of responsiveness, lack of team alignment on priorities from a presentation of salesforce.com Scrum Gathering Stockholm 2008
  • 17. Unhappy customers from a presentation of salesforce.com Scrum Gathering Stockholm 2008
  • 18. Gradual productivity decline as the team grew from a presentation of salesforce.com Scrum Gathering Stockholm 2008
  • 19. The claim of most managers and business people is a reflex. They say ....
  • 20. The claim of most manager and business people is a reflex they say .... We need to structure and organize more .... We need better processes, we need better tools, we need better people.
  • 21. traditional answer ... ➡ team and line management ➡ project management ➡ portfolio management
  • 22. going LARGE
  • 23. going control
  • 24. work Taylor
  • 25. whole is split into parts
  • 26. profession becomes disciplines
  • 27. knowledge goes checklist
  • 28. organization slone
  • 29. factories are numbers
  • 30. departments are numbers
  • 31. people are numbers
  • 32. Result
  • 33. You loose collaboration
  • 34. You loose trust
  • 35. You loose motivation
  • 36. You loose people
  • 37. You loose quality of ...
  • 38. process
  • 39. product
  • 40. life
  • 41. in other words .... bureaucracy: centralistic hierarchy dominant slow process driven non agile
  • 42. from a presentation of salesforce.com Scrum Gathering Stockholm 2008
  • 43. or you go another path... human-centric staying: flat federalistic distributed innovative agile re-inventing fast
  • 44. How?
  • 45. the agile answer ... stolen from Pixar, Ed Catmull
  • 46. Empower your creatives,
  • 47. create a peer culture,
  • 48. free up communication,
  • 49. craft a learning environment
  • 50. Get more out of post mortems.
  • 51. Is there a path or a guideline that can help you ...?
  • 52. Scrum
  • 53. Scrum is not a ...
  • 54. Scrum is Scrum
  • 55. NOKIA - TEST 1. Do they deliver working software at the end of each Sprint (less than 4 weeks) that is tested at the feature level.
  • 56. NOKIA - TEST 2. Do they do just enough specficiation before starting a Sprint and is their Product Backlog ready?
  • 57. NOKIA - TEST 3. Do they have a Product Owner. A Product Backlog? Is it estimated by the team?
  • 58. NOKIA - TEST 4. Does the team have a burndown chart and does the team know their velocity?
  • 59. NOKIA - TEST 5. Is their team free from disruption during the Sprint?
  • 60. Product Manager A Project A Team A Why Change? Product Project B Team B No Focus Manager B Product Release No Visibility Project C Team C Manager C Manager Release X No Predictability Product Project D Manager D Team D Product Manager X Project X Team X No Dedication getting lost? Getting Lost? working together for innovative results 60
  • 61. The Product Owner is key! working together for innovative results 61
  • 62. Scrum & Business Scrum is highly business and product AND THE oriented. WINNER IS Business get a real live information of project status on daily basis ... Every 30 days a product increment is Business ready and can be used. working together for innovative results 62
  • 63. “There is not Business Involvement! such thing as a A prioritized Product Backlog! A dedicated Product Owner! free lunch” Robert A Heinlein, The Moon is a Harsh Mistress First Things First! IT IS HARD WORK! working together for innovative results 63
  • 64. A Vision is a clear picture that evokes an emotional attraction. Product Vision The Product Owner creates the product vision He shares this vision with his team working together for innovative results 64
  • 65. Product Vision A Vision is a clear picture that evokes an emotional attraction. ”I believe that this nation should commit itself to achieving the goal, before this decade is out, of landing a man on the Moon and returning him safely to the earth“ ,1 working together for innovative results 65
  • 66. Create the Product Backlog The Product Owner creates and maintains the Product Backlog! Never show up to a Sprint Planning without estimated and prioritizes Product Backlog. Make it public to the organization! working together for innovative results 66
  • 67. Prioritize the Product Backlog First Things First! Prioritization based on business value Use your tools and your common sense! working together for innovative results 67
  • 68. Work on Daily Basis with Team members! Clarify Ideas and Vision Clarify Requirements JOIN THE DAILY SCRUM! Do Decisions quickly! Re-prioritize if the team runs into problems working together for innovative results 68
  • 69. Review the Product Review the product give timely feedback a) during Sprint b) in Sprint Review working together for innovative results 69
  • 70. Fibonaci! Call the Estimation Meeting Get Estimates from you team Give them the chance to get an insights into the new ideas working together for innovative results 70
  • 71. Create Release Plan Build the release plan 3 month ahead! Work hard on meaningful Sprint Goals! Work with all parties to create one Releaseplan! Involve Team to create Release plan working together for innovative results 71
  • 72. Sprint Planning Brief your team in the meeting! Know exactly what you want! Be clear when you communicate! Negotiate Goal and Scope! working together for innovative results 72
  • 73. 100%
  • 74. 74
  • 75. 75
  • 76. HOW to do - Sprint Planning 2 CHECK it - Daily Scrum WHAT to do - Sprint Planning 1 The Scrum Analyse PB Flow © 2009 Tactical Level Sprint # 1 Sprint # 2 Sprint # 3 Sprint # 4 9:00 ....... ....... ....... ....... Sprint Planning 1 Sprint Planning 1 Sprint Planning 1 Sprint Planning 1 CU STO MER Do your Daily Scrum every day! Do your Daily Scrum every day! Do your Daily Scrum every day! M ANAG ER Product Idea Estimation Meeting 12:00 Review Review Review Sprint Sprint Sprint Sprint Sprint Planning 2 Sprint Planning 2 Sprint Planning 2 Sprint Planning 2 VISION spective spective spective Retro- Retro- Retro- Retro- PR ER Sprint Sprint Sprint Sprint O N DU CT OW SC R R E UM MAS T Version 1.2 18:00 TEAM Day 1 Release Product Backlog Estimation Estimation Estimation Estimation Estimation Estimation Estimation Estimation prioritized Meeting Meeting Meeting Meeting Meeting Meeting Meeting Meeting PB PB PB PB PB PB PB 1 Under 20 100 stand ? 5 2 Strategic Planning Poker M ANAGER CU STO MER USER CU STO MER M ANAGER USER 13 30 40 8 Play! 3 Level Releaseplan Releaseplan Update 5 20 8 8 version 0.0 version 1.0 version 1.3 version 2.0 version 0.0 version 1.0 version 1.2 version 2.0 13 TEAM 5 SIZE it - Estimation Meeting
  • 77. The Scrum Roles 3 Scrum Team Roles plus 3 Organizational Roles presented by 2009
  • 78. 3 plus 3 roles in Scrum
  • 79. ScrumMaster The Film Director -- He protects the team from all distrubances. He is not part of the team. He improves the productivity of the Scrum-Team and controls the “inspect and adapt” cycles of Scrum . He makes sure that the agile ideals are understood and that they are respected by all stakeholders. He is not responsible for the delivery of the product.
  • 80. Protect your Scrum-Team
  • 81. 81 Remove Impediments
  • 82. 82 Run the Process
  • 83. 83 Work with Product Owner
  • 84. Work with the Organization
  • 85. Product Owner The Storywriter -- She drives the Product Owner from the business point of view. She communicates a clear vision of the product and she defines its main characteristics. She also accepts the product at the end of a Sprint. She makes sure that the team only works on the most valuable Backlog Items. She has the same goal as the team. She is responsible for the return on investment.
  • 86. Return on Investment
  • 87. Build and communicate Vision
  • 88. Maintain Product Backlog
  • 89. Acceptance of Delivery
  • 90. Establish and maintain Releaseplan
  • 91. The Team The Actors -- They deliver the product and they are responsible for the quality. They work with End User, PO and Customers to understand the business requirements. The Teams performs its commitment voluntarily. They work continuously with the PO to define the strategic direction of the project.
  • 92. 92 Deliver Deliver Deliver
  • 93. 93 Quality
  • 94. 94 Estimate Estimate Estimate
  • 95. 95 Commit!
  • 96. 96 Organize yourselves!
  • 97. Customer The Producer -- She requests the product. She contracts the organization for developing products. Typically these are executive managers who by software development from external software development companies. In an internal product development organization this is the person who is responsible for approving the budget for product development.
  • 98. Orders the Product
  • 99. Pays the Product Development
  • 100. Gives Feedback in Reviews
  • 101. Manager The Studio Boss -- Management is essential in Scrum Organisations. It enables the Team to work by building the right work environment for Scrum Teams. Managers create structure and stability. He also works with the ScrumMaster to re-factor the structures of the organization and guidelines when necessary.
  • 102. Makes sure a organizations will survive in case of failures Ed Cutmil: Havard Business Review, 2008
  • 103. Establish Rules and Guidelines
  • 104. End User The Audience -- Can be played by a lof to people. The End-User is the one who knows the requirements and with this knowledge he defines the product by telling the team what he needs from its functionality.
  • 105. Knows what he needs and want
  • 106. Gives Feedback in Reviews
  • 107. Participate in Sprint Planning 1
  • 108. How they work together!
  • 109. ScrumMaster works with Product Owner to ensure the Product Owner fulfills his job. ScrumMaster coaches the Product Owner and helps him against outsides odds.
  • 110. ScrumMaster works with the Team to ensure that everyone agrees what he had agreed to do! Protects the Teams. Removes impediments
  • 111. Product Owner works with the customer to ensure that he meets her own return on investment. Customer will push the Product Owner but she will keep her interests in mind.
  • 112. Team works with End User to understand the needs of the End-User. To write the application according to spezifications of the End-User
  • 113. ScrumMaster works with the Manager to re- factor guidelines and processes, to ensure the Scrum-Teams gets what it needs.
  • 114. Product Owner needs to know what the market (the End User) wants to have. He needs to know the needs to be able to prioritize the product Backlog
  • 115. References Agiles Projektmanagement mit Scrum, Ken Schwaber Agile Software Development with Scrum, Ken Schwaber Scrum and the Enterprise, Ken Schwaber Scrum, Boris Gloger Scrum, Roman Pichler How Pixar Fosters Creativity, Ed Cutmill, HBR 2008 Kotter, What Leaders really do Henry Mintzberg "The Manager's Job: Folklore and Fact"
  • 116. Company in USA: Portal Company 5 Product Owners: News, Email, Products, Security, Infrastructure 1 Scrum Development Team, 9 people 1 integrated product: Portal.
  • 117. What kind of problems do you get, if the ScrumMaster is part of the team?
  • 118. Company in USA: Portal Company 5 Product Owners: News, Email, Products, Security, Infrastructure 1 Scrum Development Team, 9 people 1 integrated product: Portal.
  • 119. 119 Complexity / Empirical Management
  • 120. 120 step factory enterprise
  • 121. 121 Stacy and Complexity unstable •Timebox •Emergent Emergent Requirements Software Time •Complexity •Anarchy stable known Technology unknown •You need boundaries! Every Activity in Scrum is Timeboxed! http://www.plexusinstitute.org/ edgeware/archive/think/ main_aides3.html
  • 122. 122 It is typical to adopt the defined (theoretical) modeling approach when the underlying mechanisms by which a process operates are reasonably well understood.
  • 123. When the process is too complicated for the defined approach, the empirical approach is the appropriate choice
  • 124. The Product Owner is key! working together for innovative results 124
  • 125. 125 Strategic Planning / Agile Planning
  • 126. 126 Purpose of planning? What is planning? What is estimation? Why do we do planning? Are you successful? What is your biggest issue in planning? Please discuss on your tables: Timebox 10 min
  • 127. 127 Planning is ... Planning is the (psychological) process of thinking about the activities required to create a desired future on some scale. This thought process is essential to the creation and refinement of a plan, or integration of it with other plans. Planning is a dialogue. Dia = through; Logos = Word / Thinking
  • 128. Sprint # 1 Sprint # 2 9:00 ....... Sprint Planning 1 Sprint Planning 1 CU STO MER Do your Daily Scrum every day! Do your Daily Scrum e M ANAGER Product Idea 12:00 Review Sprint Sprint Planning 2 Sprint Planning 2 VISION spective Retro- PR ER Sprint O N DU CT OW SC R R E UM T MAS 18:00 TEAM Day 1
  • 129. 129 The Product Backlog • Emergent • Deliverables, Stories, Functionality Requirements • Prioritized and Estimated • More detailed on higher priority items • Anyone can contribute • Product owner is responsible for priority • Maintained and posted visibly • Business Plan
  • 130. 130 As a USER ROLE I want a FUNCTIONALITY So that I get BUSINESS VALUE
  • 131. Product Backlog Iceberg Priority Sprint Release Next Release 131 © 2008  Objectbay So0ware & Consul9ng GmbH. 
  • 132. Finland Denmark USA China Austria Canada Brazil France UK Germany Italy Country-Points Slowakia
  • 133. HOW to do - Sprint Planning 2 CHECK it - Daily Scrum WHAT to do - Sprint Planning 1 The Scrum Analyse PB Flow © 2009 Tactical Level Sprint # 1 Sprint # 2 Sprint # 3 Sprint # 4 9:00 ....... ....... ....... ....... Sprint Planning 1 Sprint Planning 1 Sprint Planning 1 Sprint Planning 1 CU STO MER Do your Daily Scrum every day! Do your Daily Scrum every day! Do your Daily Scrum every day! M ANAGER Product Idea Estimation Meeting 12:00 Review Review Review Sprint Sprint Sprint Sprint Sprint Planning 2 Sprint Planning 2 Sprint Planning 2 Sprint Planning 2 VISION spective spective spective Retro- Retro- Retro- Retro- PR ER Sprint Sprint Sprint Sprint O N DU CT OW SC R R E UM MAS T Version 1.2 18:00 TEAM Day 1 Release Product Backlog Estimation Estimation Estimation Estimation Estimation Estimation Estimation Estimation prioritized Meeting Meeting Meeting Meeting Meeting Meeting Meeting Meeting PB PB PB PB PB PB PB 1 Under 20 100 stand ? 5 2 Strategic Planning Poker M ANAGER CU STO MER USER CU STO MER M ANAGER USER 13 30 40 8 Play! 3 Level Releaseplan Releaseplan Update 5 20 8 8 version 0.0 version 1.0 version 1.3 version 2.0 version 0.0 version 1.0 version 1.2 version 2.0 13 TEAM 5 SIZE it - Estimation Meeting
  • 134. 134 The Product Backlog • Emergent • Deliverables, Stories, Functionality Requirements • Prioritized and Estimated • More detailed on higher priority items • Anyone can contribute • Product owner is responsible for priority • Maintained and posted visibly • Business Plan
  • 135. StrategicPlanning responsible support Vision Product Backlog Prioritization Sizing Release planning
  • 136. TacticalPlanning responsible support Sprint Planning # 1 Sprint Planning # 2 Daily Scrum Sprint Review Sprint Retrospective
  • 137. © 2009 Sprint # 1 Sprint # 2 Vision 9:00 ....... ....... Sprint Planning 1 Sprint Planning 1 CU STO MER Product Backlog Do your Daily Scrum every day! Do your Daily Scrum every day! M ANAGER Product Idea Strategic 12:00 Prioritization Planning Process Estimation Review Review Sprint Sprint Sprint Planning 2 Sprint Planning 2 VISION Velocity Estimation spective spective Retro- Retro- PR ER Sprint Sprint O N Releaseplanning DU CT OW SC R R E UM T MAS 18:00 TEAM Day 1 Product Backlog Estimation Estimation Estimation Estimation Estimation prioritized Meeting Meeting Meeting Meeting Meeting PB PB PB PB
  • 138. Sprint # 1 Sprint # 2 9:00 ....... Sprint Planning 1 Sprint Planning 1 CU STO MER Do your Daily Scrum every day! Do your Daily Scrum e M ANAGER Product Idea 12:00 Review Sprint Sprint Planning 2 Sprint Planning 2 VISION spective Retro- PR ER Sprint O N DU CT OW SC R R E UM T MAS 18:00 TEAM Day 1
  • 139. Estimation 9:00 12:00 Meeting 18:00 Day 1 Sprint Planning 2 Sprint Planning 1 Estimation Meeting PB Sprint # 1 Estimation Meeting ....... Sprint Do your Daily Scrum every day! Retro- Sprint spective Review PB Sprint Planning 2 Sprint Planning 1 Estimation Meeting Sprint # 2 Estimation Meeting ....... Sprint Do your Daily Scrum every day! Retro- Sprint spective Review PB Sprint Planning 2 Sprint Planning 1 Estimation Meeting Estimation Meeting PB Sprint # 3 Estimation Meeting ....... Sprint Do your Daily Scrum every day! Retro- Sprint spective Review PB Sprint Planning 2 Sprint Planning 1 Release Sprint # 4 Version 1.2
  • 140. PR O DU CU CT OW N ER PB STO MER TEAM M SC R UM Product Backlog Product Idea ANAGER MAS T E R VISION prioritized Estimation 9:00 12:00 Meeting 18:00 Day 1 M Sprint Planning 2 Sprint Planning 1 ANAGER Estimation Meeting CU STO MER PB Sprint # 1 Estimation Meeting ....... Sprint USER Do your Daily Scrum every day! Retro- Sprint spective Review PB Sprint Planning 2 Sprint Planning 1 CU Estimation STO MER Meeting M Sprint # 2 Estimation ANAGER Meeting ....... Sprint Do your Daily Scrum every day! Retro- Sprint spective Review PB USER Sprint Planning 2 Sprint Planning 1 Estimation Meeting Estimation Meeting PB Sprint # 3 Estimation Meeting ....... Sprint stand Under Do your Daily Scrum every day! Retro- Sprint spective Review PB Poker Planning Play! Estimation Sprint Planning 2 Sprint Planning 1 Release Meeting PB Level Sprint # 4 Version 1.2 Strategic ....... Sprint Retro- Sprint
  • 141. Sp Sp Sp Estimation Meeti 12:00 Review Review Review Sprint Sprint Sprint Sprint Planning 2 Sprint Planning 2 Sprint Planning 2 Sprint Planning 2 VISION spective spective spective Retro- Retro- Retro- Retro- PR ER Sprint Sprint Sprint Sprint O N DU CT OW SC R R E UM MAS T Version 1.2 18:00 TEAM Day 1 Release Product Backlog Estimation Estimation Estimation Estimation Estimation Estimation Estimation Estimation prioritized Meeting Meeting Meeting Meeting Meeting Meeting Meeting Meeting PB PB PB PB PB PB PB 1 Under 20 100 stand ? 5 2 Strategic Planning Poker M ANAGER CU STO MER USER CU STO MER M ANAGER USER 13 30 40 8 Play! 3 Level Releaseplan Releaseplan Update 5 20 8 8 version 0.0 version 1.0 version 1.3 version 2.0 version 0.0 version 1.0 version 1.2 version 2.0 13 TEAM 5 SIZE it - Estimation Meeting
  • 142. Estimation Estimation Estimation Meeting Meeting Meeting Meeting PB PB PB PB 1 Under 20 100 stand ? 5 2 Strategic Planning Poker USER 13 30 40 8 Play! 3 Level 5 20 8 8 sion 1.2 version 2.0 13 TEAM 5 SIZE it - Estimation Meeting
  • 143. Estimatio Estimatio Meeting Meeting Meeting PB PB PB 1 Under 20 100 stand ? 5 2 Strategic Planning Poker 13 3 40 8 Play! Level 0 3 5 20 8 8 13 TEAM 5 SIZE it - Estimation Meeting
  • 144. 144 Estimation Meeting Preparation of Sprint Planning Formal estimation Spend at least two meetings per Sprint Estimate only Size not Time => Input for Release Planing
  • 145. HOW to do - Sprint Planning 2 CHECK it - Daily Scrum WHAT to do - Sprint Planning 1 The Scrum Analyse PB Flow © 2009 Tactical Level Sprint # 1 Sprint # 2 Sprint # 3 Sprint # 4 9:00 ....... ....... ....... ....... Sprint Planning 1 Sprint Planning 1 Sprint Planning 1 Sprint Planning 1 CU STO MER Do your Daily Scrum every day! Do your Daily Scrum every day! Do your Daily Scrum every day! M ANAGER Product Idea Estimation Meeting 12:00 Review Review Review Sprint Sprint Sprint Sprint Sprint Planning 2 Sprint Planning 2 Sprint Planning 2 Sprint Planning 2 VISION spective spective spective Retro- Retro- Retro- Retro- PR ER Sprint Sprint Sprint Sprint O N DU CT OW SC R R E UM MAS T Version 1.2 18:00 TEAM Day 1 Release Product Backlog Estimation Estimation Estimation Estimation Estimation Estimation Estimation Estimation prioritized Meeting Meeting Meeting Meeting Meeting Meeting Meeting Meeting PB PB PB PB PB PB PB 1 Under 20 100 stand ? 5 2 Strategic Planning Poker M ANAGER CU STO MER USER CU STO MER M ANAGER USER 13 30 40 8 Play! 3 Level Releaseplan Releaseplan Update 5 20 8 8 version 0.0 version 1.0 version 1.3 version 2.0 version 0.0 version 1.0 version 1.2 version 2.0 13 TEAM 5 SIZE it - Estimation Meeting
  • 146. Results Scrum Meetings
  • 147. Sprint # 1 Sprint # 2 9:00 ....... Sprint Planning 1 Sprint Planning 1 CU STO MER Do your Daily Scrum every day! Do your Daily Scrum e M ANAGER Product Idea 12:00 Review Sprint Sprint Planning 2 Sprint Planning 2 VISION spective Retro- PR ER Sprint O N DU CT OW SC R R E UM T MAS 18:00 TEAM Day 1
  • 148. 148 Planning Meeting Product Backlog Team Capabilities Next Sprint Goal Business Conditions Review, Selected Product Consider, Backlog Technology Stability Organize Sprint Backlog Executable Product Increment
  • 149. WHAT to do - Sprint Planning 1 HOW to m Analyse PB Sprint # 1
  • 150. HOW to do - Sprint Planning 2 CHECK it 1 Sprint # 2 Sprint #
  • 151. HOW to do - Sprint Planning 2 CHECK it - Daily Scrum WHAT to do - Sprint Planning 1 The Scrum Analyse PB Flow © 2009 Tactical Level Sprint # 1 Sprint # 2 Sprint # 3 Sprint # 4 9:00 ....... ....... ....... ....... Sprint Planning 1 Sprint Planning 1 Sprint Planning 1 Sprint Planning 1 CU STO MER Do your Daily Scrum every day! Do your Daily Scrum every day! Do your Daily Scrum every day! M ANAG ER Product Idea Estimation Meeting 12:00 Review Review Review Sprint Sprint Sprint Sprint Sprint Planning 2 Sprint Planning 2 Sprint Planning 2 Sprint Planning 2 VISION spective spective spective Retro- Retro- Retro- Retro- PR ER Sprint Sprint Sprint Sprint O N DU CT OW SC R R E UM MAS T Version 1.2 18:00 TEAM Day 1 Release Product Backlog Estimation Estimation Estimation Estimation Estimation Estimation Estimation Estimation prioritized Meeting Meeting Meeting Meeting Meeting Meeting Meeting Meeting PB PB PB PB PB PB PB 1 Under 20 100 stand ? 5 2 Strategic Planning Poker M ANAGER CU STO MER USER CU STO MER M ANAGER USER 13 30 40 8 Play! 3 Level Releaseplan Releaseplan Update 5 20 8 8 version 0.0 version 1.0 version 1.3 version 2.0 version 0.0 version 1.0 version 1.2 version 2.0 13 TEAM 5 SIZE it - Estimation Meeting
  • 152. Tactical Level Sprint Planning 1 Analysis / Pulling Backlog Items Sprint Planning 2 Design Daily Scrum / Day 2 Synchronisation / Pulling Tasks Daily Scrum / Day N Sprint Review Results Sprint Retrospective Improvement
  • 153. 153 Estimation Meeting Preparation of Sprint Planning Formal estimation Spend at least two meetings per Sprint Estimate only Size not Time => Input for Release Planing
  • 154. 154 Planning Meeting Product Backlog Team Capabilities Next Sprint Goal Business Conditions Review, Selected Product Consider, Backlog Technology Stability Organize Sprint Backlog Executable Product Increment
  • 155. 155 Daily Scrum Meetings • Daily 15 minute meeting • Same place and time every day • Meeting room • Chickens and pigs • Three questions • What have you ACHIEVED since last meeting? • What will you ACHIEVE before next meeting? • What is in your way? • Impediments and • Decisions
  • 156. 156 Sprint Review When a Team member says “done,” what does that mean? Done! Code adheres to standards, is clean, has been re-factored, has been unit tested, has been checked in, has been built, and has had a suite of unit tests applied to it Development environment for this to happen requires source code library, coding standards, automated build facility, and unit test harness
  • 157. 157 Evaluation Consequences Restoring unfinished functionality to the Product Backlog and prioritizing it. Removing functionality from the Product Backlog that the team unexpectedly completed. Working with the ScrumMaster to reformulate the team. Reprioritizing the Product Backlog to take advantage of opportunities that the demonstrated functionality presents. Ask for a release Sprint to implement the demonstrated functionality, alone or with increments from previous Sprints. Choosing not to proceed further with the project and not authorizing another Sprint. Requesting that the project progress be sped up by authorizing additional teams to work on the Product Backlog.
  • 158. 158 Sprint Retrospective
  • 159. 159 Monitoring a Sprint SPRiNT Burn Down Product Burn Down / Sprint / Release Velocity Chart Parking Lot Chart
  • 160. 160 News -- 50 Produkte -- 30 Schnittstellen - 10 ... 20 9 30 x
  • 161. 161
  • 162. 162
  • 163. 163
  • 164. 164
  • 165. 165
  • 166. 166 LeadingChange 1. A sense of urgency 2. The guiding team 3. Vision and strategies 4. Communication 5. Empowerment 6. Short-term wins 7. Never letting up 8. Making change stick
  • 167. In 1967 I submitted a paper called "How Do Committees Invent?" to the Harvard Business Review. HBR rejected it on the grounds that I had not proved my thesis. I then submitted it to Datamation, the major IT magazine at that time, which published it April 1968. Here is one form of the paper's thesis: Conways Law Any organization that designs a system (defined broadly) will produce a design whose structure is a copy of the organization's communication structure.
  • 168. 168 Hrs Sprint Ende Trendline aktuelle Tendline Tage